Top executives' perceptions of the inclusion of corporate social responsibility in quality management

Abstract

Exercise of global responsibility is critical to the future of quality practices in business, and corporate social responsibility (CSR) is relevant to the quality movement. However, not much is known about management perceptions of CSR in the specific context of quality management. This paper examines top executives' views on CSR and quality management implemented through the European Foundation for Quality Management (EFQM) framework. We report the results of a survey of executives in a multinational corporation operating in the outsourcing and technology services industry. The main factors influencing managerial perceptions were value generation, industry forces, institutional and stakeholder pressures, and organizational values and beliefs. In contrast to previous studies, we found limited evidence supporting the influence of shareholder pressures, competition, or the business case for CSR. We concluded that company lifecycle, changes in ownership structure, and owners' orientation toward CSR influenced its potential for adoption through implementation of the EFQM quality framework.

From teamwork to psychological well-being and job performance: the role of CSR in the workplace

“…Perceived management support for corporate social responsibility and perceived colleague support for corporate social responsibility Management support for CSR refers to how employees perceive their company's internal and external CSR initiatives as being appropriate, while colleague support for CSR focuses on how employees perceive that their colleagues are willing to contribute to the CSR initiatives (Neri et al, 2019;Shen and Zhang, 2019). First, employees tend to incorporate upper management's internal and external CSR actions with their company's business approach to the target market and employees (Korschun et al, 2014).…”

Political connections and corporate social responsibility: Political incentives in China

“…Given the resources devoted to CSR, it is important to understand the motivations underlying this concept. Early scholarly work has suggested a number of personal‐, firm‐ and institutional‐level determinants of CSR, including psychological factors related to chief executive officers (CEOs), stakeholder attribution, reputation effects, enterprises’ features, governance structures, and financial performance (Hu, Lin, & Hsu, 2018; Jha & Cox, 2015; Kim, Kim, & Qian, 2018; Mohammad & Husted, 2019; Neri, Pinnington, Lahrech, & Al‐Malkawi, 2019; Oh, Chang, & Jung, 2018). However, despite the substantial scholarly attention paid in recent years to CSR in North America and Western Europe, information has been limited with respect to CSR perceptions and practices in emerging countries (Li, Khalili, & Cheng, 2019), resulting in the Western‐centric nature of CSR academic publications (Yin & Zhang, 2012).…”

Sustainability and Quality Management: has EFQM fostered a Sustainability Orientation that delivers to stakeholders?

“…Expectations on the link between QM and corporate sustainability (e.g. Tarí, 2011; Neri et al. , 2019; Sila, 2020) were confirmed: organizations recognized-for-excellence by EFQM portrayed a Sustainability Orientation that was positively associated with key stakeholder-Results.…”

“…Zwetsloot and van Marrewijk, 2004;Foster and Jonker, 2007;Zink, 2007) have highlighted how focus has evolved from customer satisfaction to stakeholder-engagement. In particular, the EFQM Excellence Model defines Enablers and stakeholders-Results, and is expected to foster a Sustainability Orientation (P erez and Escrig, 2018;Neri et al, 2019). Concerns with stakeholders are even more salient in its latest revision, EFQM 2020, which is grounded on the United Nations' Global Compact and Sustainable Development Goals (SDGs).…”